Legal and scientific imperatives necessitate the validation of a psychometric battery before using it for the purposes of personnel selection and decision- making. The aim of this investigation is to validate a selection battery, i.e. the Ability, Processing of Information and Learning (APIL) Battery and Raven's Advanced Progressive Matrices (APM), used in selecting university bridging - course students. The empirical study is informed by a literature review focussing on the legal and scientific parameters of psychometrics within selection, the conceptualisation of intelligence and its relationship to academic performance. Hypotheses are posed regarding the predictive power of the selection battery and the effect of biographical factors on academic performance. Results indicate that the APU. Battery apd Raven's APM are both valid predictors of academic performance, ·although the former appears more effective. This investigation emphasises the influence of moderating factors, i.e. factors other than cognitive ability, on academic performance. / Industrial and Organisational Psychology / M. Adm. (Industrial and Organisational Psychology)

The purpose of the research was to determine whether personality and measures of ability would significantly predict job performance of call centre operators in a South African communications company. The Customer Contact Styles Questionnaire (CCSQ7.2), the Basic Checking (CP7.1) ability test and the Audio Checking (CP8.1) ability test were completed by operators as the predictors. Supervisors completed the Customer Contact Competency Inventory (CCCI) for 140 operators as a measure of job performance. Performance statistics were obtained for the sample as additional criterion data. Correlations and multiple regression analysis revealed statistically significant small to moderate correlations between the criteria and the predictors. The research was conducted from a concurrent validity perspective. Further research from a predictive validity perspective is suggested in order to substantiate the findings and to improve the generalisability thereof. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

Text in Afrikaans / Werkontleding word onderneem om die onderskeie funksies wat in 'n instelling uitgevoer word, te ontleed en te groepeer as pligte van individuele betrekkings wat in die proses ge1dentifiseer word. Inligting wat op grond van werkontleding verkry is, kan daartoe bydra dat die uitvoering van personeelfunksies doeltreffend en effektief geskied. 'n Li teratuurstudie en empiriese narvorsing is in hierdie·studie onderneem om te bepaal wat die rol van werkontleding in die ui tvoering van funksionele personeelbedrywighede in die Stadsraad van Lichtenburg is. Empiriese navorsing is onderneem in al die Departemente van die Stadsraad van Lichtenburg. Ten einde die doel van die studie te verwesenlik is vier navorsingsvrae gestel. Deur middel van vraelyste wat aan die teikengroep gestuur is, is data oor die navorsingsvrae ingesamel. Die empiriese studie het daarop gedui dat inligting verkry op grond van werkontleding wel kan bydra tot die effektiewe uitvoering van funksionele personeelbedrywighede. Dies studie het egter ui tgewys dat nie alle leidinggewende amptenare bewus is dat die inligting op grond van werkontleding verkry,. die uitvoering van hul personeelfunksies kan vergemaklik nie. / respective functions performed in an institution, as duties of individual jobs identified in the process. Information gathered on the basis of the job analysis, can contribute to the fact that the performing of personnel functions transpires efficiently and effectively. A literature study as well as empiricial research were undertaken in this study to determine ' what the role of job analyses is in the performing of functional personnel activities in the City Council of Lichtenburg. .on the basis of job analysis can definitely contribute to the effective performing of functional personnel activities. The study indicated however, that not all leadinq officials were aware that information gathered on the basis of job analysis, could expedite the performing of their personnel functions. / Public Administration and Management / M.Admin. (Public Administration)

Subject and learning support librarianship first began in African university libraries in the 1960s, but became more prevalent in the 1980s. Subject librarians, who were known by different titles in various universities, were responsible for one or more subjects, departments, schools or faculties, in terms of providing a subject-based information service, and performing subject-based collection development, user education, and liaison functions. They were organised according to specific models or structures which determined whether or not they performed only subject duties in the library. They formed a core part of the university library, and with each major technological advance, they had to reassess their roles, titles, functions, duties, educational qualifications and skills, so as to adapt to the new information environment. Unfortunately, the inception, development, re-assessment and adaptation of subject librarianship on the African continent did not follow a standard path, and no standards guidelines were compiled that could be utilised by new subject services. The purpose of this study was to investigate the roles, responsibilities and skills of subject librarians in the Southern African Customs Union (SACU) region. The target population consisted of subject librarians in this region and a census method was used to determine participants. The quantitative research approach employing a survey design was used by the study. Data was collected using questionnaires, and results were clarified by interviews with a selection of library managers. Data was analysed using SPSS, MS-Excel and content analysis. The research found that the main models of subject librarianship in place were the dual and hybrid models. It determined the main titles that subject librarians were known by, and that their role, involved providing teaching, learning and research support to faculty members, staff, students and researchers. It also determined the main functions and related duties performed, and the main educational qualifications and skills held by, or required by subject librarians. Since the study found that no guidelines, specifically targeted at subject librarians in the region, were available, as one of its outcomes it provided guidelines, in the form of an appendix, for new subject services to adapt or adopt if they desired. / Information Science / D. Litt. et Phil. (Information Science)

Soziale Medien spielen gesellschaftlich eine immer bedeutendere Rolle. Sie lassen viele Lebensbereiche digitaler werden und sind meist nicht mehr wegzudenken (BVCM, 2014; Lumma et al., 2015). Sie erleichtern die Informationsteilung und -bearbeitung aller Art und dienen dem Austausch und der Pflege von Beziehungen (Schmidt, 2018). Social Media ist längst zum Standard geworden. Für Unternehmen ergeben sich neue Herausforderungen, denn soziale Netzwerke entwickeln sich rasant weiter. Vermehrt suchen Firmen nach erfahrenen Mitarbeitenden, die die Chancen und Risiken der digitalen Veränderungen managen können. Die Unternehmen lassen ihre Kanäle von eigens eingestellten Expert*innen betreuen, um sie im Hinblick auf ihre Zielerreichung bewusst einzusetzen (BVCM, 2014; BITKOM, 2015; Lumma et al., 2015). Social Media Manager*innen (SMM) nehmen dabei eine übergeordnete, strategische Position ein. SMM sind ein entscheidender Teil der Unternehmenskommunikation und tragen zu einer strategischen Kommunikation am Arbeitsplatz bei (Cyphert, 2009). Diese beinhaltet im Allgemeinen die Überwachung und Evaluierung der Kommunikation, ein thematisches Management, die Policy- und Strategieberatung sowie die Unterstützung zur Problemlösung (Moss et al., 2005). Konkret obliegen SMM nach dem Bundesverband Community Management e.V. (BVCM, 2014) die folgenden Aufgabenbereiche: Strategie, Change Management, Monitoring und Reporting, Koordination sämtlicher Social Media Aktivitäten, Qualitätssicherung von Inhalten sowie Führung des Community Teams. Zudem nehmen sie eine Schnittstellenfunktion zwischen den unterschiedlichen Bereichen des Unternehmens wahr (BVCM, 2014). Die Aufgabenbereiche sind interdisziplinär ausgestaltet und berücksichtigen neben Marketing und PR bspw. auch die Produktentwicklung (Lumma et al., 2015) ... [Aus: Einleitung]

The sample comprised 92 candidates who have completed the Ground School Phase of the trainee pilot training programme. The independent variables are Raven's Advanced Progressive Matrices Test, the Blox Test and the Vienna Determination Test. The dependent variable is the candidates' results after the Ground School Phase of their training. The results indicated that only the Advanced Ravens test and the Vienna Determination test (Phase 3} correlate positively with the Ground School Phase results of the candidates. The current battery emphasises cognitive abilities and psycho-motor functioning and does not cover personality traits of prospective candidates. It is recommended that new instruments are included (to cover the measurement of personality traits), that the sample size should be increased by promoting pilot training among previously disadvantaged students and that the current pilot profile should be updated as a matter of urgency. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

在全球化的趨勢下，產品的生命週期縮短、競爭也越來越激烈，各企業面對新產品的開發、新技術的發展及商業化速度的要求比以前更高。為了有效的開發新產品，為企業創造高額之利潤，強化企業競爭力，企業必須能夠在最短的時間內整合組織資源（例如行銷、研發與製造等核心能力），成為最有效率的公司。尤其，面對快速變化的動態環境之下，企業應以全球性的市場需求及標準，執行全球化的新產品開發流程與組織架構。 　　本研究從行銷與創新研發的整合，來探討新產品開發時有哪些成功關鍵因素，例如應該建立何種的流程與機制，可以快速有效的開發新產品，成功達到商品化的目的;行銷人員如何針對市場的需要，客戶的需求作市場調查，以確認、掌握機會；何種的組織創新平台，可以讓研發團隊能快速開發新產品，可以有效整合行銷與研發團隊，發揮組織之最大綜效。本研究主要在探討以下四項新產品開發時的重要問題，期望能提供給企業界一些具體之建議與做法。 　　1. 企業應採取何種新產品開發策略，才能快速有效的發展出新產品，並成功的商品化上市？ 　　2. 如何建立卓越的新產品開發流程，迅速成功的開發新產品？ 　　3. 新產品開發團隊中，行銷與研發團隊人員應如何有效整合？領導者如何發揮領導與溝通的角色？ 　　4. 哪些績效評估之機制與參考指標，可促進新產品開發之績效？ 　　本研究整理過去相關的新產品開發文獻與從四個個案之研究與分析中，可以從策略面、流程面、團隊領導溝通面與工具面，就新產品開發與行銷與研發之整合，發展出以下幾項之研究結論： 　　策略面： 　　1. 企業在規劃新產品開發策略時，應該採取新產品線與產品改良等同步進行的開發策略。 　　2. 為了加速新產品的開發，公司應同時採取內部自行研發與外部研發中心建立策略聯盟的合作方式。 　　流程面： 　　1. 明確的新產品開發流程，工作職掌分明，流程標準化，並以正式文件描述之，可以加速新產品開發的速度且成功地完成商品化與上市。 　　2. 完善的前置作業，作好初步市場調查與技術評估，可以提前完成新產品的定義，如此可以有助於新產品開發的成功。 　　3. 行銷人員提早介入、接觸市場，深入了解顧客之需求，將客戶的需求充分反映給專案小組，如此有助於新產品的開發成功。 　　4. 行銷人員與研發團隊應該更接近市場，以便能快速因應客戶的需求，迅速作回應，也可以提昇新產品開發的績效。 　　團隊領導溝通面： 　　1. 在高度不確定性、產品生命週期短的高科技產業裡，行銷與研發團隊的有效整合，對於新產品開發扮演重要的成功關鍵因素。 　　2. 跨功能團隊組織的建立及良好運作模式，可以快速因應市場與客戶需求，進而提高新產品與服務的品質。 　　3. 透過完善的溝通協調機制，可以有效解決團隊成員間的衝突。定期的會議，面對面會談，視訊會議，電話討論等都是很好的溝通機制。 　　4. 充份信任，授權的組織文化能夠讓新產品開發團隊成員發揮其最大潛能，也能提昇新產品開發績效。 　　5. 專案領導人的有效領導，激勵團隊成員充份發揮其潛能，產品成功率可以提昇。 　　6. 領導者彈性因應市場之需求，做好資源的有效分配與運用，並作好橫向溝通與協調，可以適時有效的發揮組織的功用，持續開發出新產品。 　　7. 領導者在團隊中，應該扮演教練的角色，也扮演守門員(Gate Keeper)之角色，協助團隊成員專注在重要的專案計劃，率先成功開發新產品。 　　8. 提供激發創意的環境與團隊氣氛，有助於新產品開發成功。 　　工具面： 　　1. 良好的績效評估制度與獎勵措施有助於行銷與研發的整合。 　　2. 明確而客觀的績效評估指標，例如，市場佔有率、產品獲利率、業績成長率，可以激勵團隊士氣，也有助於新產品開發成功。 　　3. 以網路系統、電子郵件作為知識分享、雙向溝通的工具。 / Under the trend of globalization, product’s life cycle turns shorter with severe level of competition. Thereby, the development in new product and technology as well as product commercialization are more important than ever for enterprises today. Only the ones with the capability to efficiently integrate resources in dynamic market are able to harvest remarkable profits and strengthen market competitiveness. Especially under the dynamic changing environments, enterprises should utilize the global market needs and standard as its foundation to execute new product developments and organization structure. 　　This thesis is to study the key success factors of new product development under the integration between marketing and research & development (R&D) teams. For example, what is the most effective process for new product development and commercialization? How to acquire business opportunity from accurate analysis of market demand? What kind of organizational platform enables R&D team to develop new product in timely manner? The thesis will focus on the following four questions of new product development, and is aimed to provide practical advices for enterprises in general. 　　1. What is the most effective strategy for new product development and commercialization? 　　2. How to establish distinct workstation for new product development? 　　3. How to effectively integrate marketing and R&D teams? What role should the leader play? 　　4. What kind of evaluation and reference enhance the performance of new product development? 　　With relevant documents and four case studies, the thesis concludes the research in four aspects, namely Strategy, Process, Leadership & Communication and Techniques. 　　Strategy Aspect: 　　1. New product development and reformation of existing product line should be undertaken simultaneously. 　　2. To expedite new product development, enterprise is recommended to form the strategic alliance between its own team and other R&D force externally. 　　Process Aspect: 　　1. Clear job description and standardized process accelerate new product development and leads to successful product launch and commercialization. 　　2. Impeccable marketing research and analysis allows enterprise to define new product’s market position at the initial stage. 　　3. Early study and approach of market demand and customer requirements enables the project team to penetrate the market precisely. 　　4. Both marketing and R&D teams should be familiar with market situation, providing timely services to meet customer’s needs. 　　Leadership & Communication Aspect: 　　1. Effective integration between marketing and R&D teams plays an important role for industries with dynamic environment, short product life cycle such as high-tech industry. 　　2. The development of cross functional teams and nice operation model at product development stage can proactively response to customer’s requirements and is able to improve the product and service quality 　　3. Periodical meetings and communication can effectively break conflicts among the teams. 　　4. Adequate trust and authorization allows team members to educe their potential for better performance. 　　5. Efficient leadership to inspire team members for the maximum potential and results is the key to the success of the new product development. 　　6. With good resource managements and horizontal communication & coordination, a flexible project leader could optimize its organizational function to continuously develop new products according to market demand. 　　7. A good leader acts as Coach as well as Gate Keeper to support team members to focus on the priority of new product development efficiently. 　　8. Providing innovative and harmonious working environments could expedite the success of the new product development. 　　Technique Aspect: 　　1. Fair performance appraisal and incentive policy enhance the integration of marketing and R&D teams. 　　2. The clear defined performance indicators such as market share, number of new projects, profit rate, sales growth rate are important to motivate the team members to dedicate on the project. 　　3. The web site, intranet, e- mail, e- learning are good tools for knowledge management and experience sharing that helps to a better communication and integration between marketing and R&D teams.

The sample comprised 92 candidates who have completed the Ground School Phase of the trainee pilot training programme. The independent variables are Raven's Advanced Progressive Matrices Test, the Blox Test and the Vienna Determination Test. The dependent variable is the candidates' results after the Ground School Phase of their training. The results indicated that only the Advanced Ravens test and the Vienna Determination test (Phase 3} correlate positively with the Ground School Phase results of the candidates. The current battery emphasises cognitive abilities and psycho-motor functioning and does not cover personality traits of prospective candidates. It is recommended that new instruments are included (to cover the measurement of personality traits), that the sample size should be increased by promoting pilot training among previously disadvantaged students and that the current pilot profile should be updated as a matter of urgency. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

Bc. Anna Krulová Staff Induction Program & Employee Manual ABSTRACT Adaptation and orientation constitute an important component of the employee life cycle. A successful adaptation, gaining self-esteem and managing the scope of activities specified for the given work position requires an efficiently set up induction process that takes into account organizational needs, needs of employee groups and individual needs of new staff members. This process should thus be controlled and systematic. The diploma thesis covers such topics and it is divided into a theoretical and a practical part. The theoretical part deals with essential terms associated with the topic of induction, it presents principles and methods to achieve an efficient employee adaptation and to set up this process so that it is beneficial to the employees as well as to the entire organization. The thesis describes important areas and components of the induction system that must be considered when it is designed. The thesis addresses the topic of employee manual which should provide new employees with answers to basic questions regarding their adaptation to the new environment and work. The theoretical part of the thesis serves as a guideline to create such program. Apart from the points mentioned above, the thesis also describes change management...

In this study the researcher attempted to determine the current role expectations of a clinic manager in a primary health care setting, to identify factors determining and influencing the role of a clinic manager, to determine what effect the current role expectations had on the management of primary health care services rendered at the clinic, to establish the developmental needs of clinic managers to enable them to adhere to their role expectations, and to identify and recommend measures to support clinic managers in the execution of their managerial role by addressing the identified deficiencies. The researcher selected a quantitative, exploratory, descriptive and contextual design. Clinic managers of fixed clinics in the Free State province were randomly selected to participate in the study and a questionnaire was utilised as data-collection instrument. The study found that the clinic manager's role is comprehensive and varies from telephonic booking patients to assessment of the quality of primary health care programmes. A number of non-managerial functions were identified, such as consultation of patients, management of medicine, dispensing of medicine and ordering of stock. It was also found that the respondents were not involved in a number of management functions such as financial and human resource management, and adherence to the implementation of standards. Factors that negatively influenced the clinic managers' management role included: * Lack of time due to the large number of patients they had to consult due to the shortage of staff. * Shortage of staff. * The execution of non-managerial tasks. Although it was found that the current role of the clinic manager was confusing as it entailed much more than just clinic management, it is foreseen that the role of the clinic manager could in future be clarified if the recommendations are implemented. / Health Studies / D. Litt. et Phil. (Health Studies)